Most discussions about sustainability legislation focus on reporting requirements, carbon emissions and compliance. Yet one of the European Union’s latest initiatives challenges businesses to think about something much more fundamental: how products are designed, purchased, maintained and valued throughout their lifecycle. At first glance, the EU Right to Repair Directive appears to be consumer-focused legislation.
It introduces measures that make repairing certain products easier and more attractive than replacing them. However, its significance extends far beyond consumer rights. It signals a broader shift towards a circular economy, where products are designed to last longer, resources remain in use for as long as possible and waste is reduced.
For businesses, this shift presents an opportunity to rethink procurement, asset management and sustainability strategy. Organisations are increasingly recognising that long-term value is created not only through what they buy, but also through how they maintain, repair and manage products throughout their useful life.
While the Directive primarily applies to manufacturers and consumers, its underlying principles are relevant to organisations of every size and sector. Businesses that embrace repairability, durability and lifecycle thinking will be better placed to improve operational resilience, reduce waste and support long-term sustainability goals.
In this guide, we’ll explore what the EU Right to Repair Directive is, why it matters for businesses, how leading organisations are already putting its principles into practice, and the practical steps your organisation can take to prepare for a more circular future.
What Is the EU Right to Repair Directive?
The EU Right to Repair Directive (Directive (EU) 2024/1799) forms part of the European Union’s wider ambition to build a more resource-efficient and circular economy. Rather than focusing solely on recycling products at the end of their life, the Directive aims to keep products in use for longer by making repair a more practical and attractive option.
Historically, many products have been replaced even when they could have been repaired. Limited access to spare parts, high repair costs and products designed with little consideration for repairability have all contributed to growing levels of waste. The Directive seeks to remove some of these barriers while encouraging manufacturers, retailers and consumers to view repair as the preferred option wherever it is practical.
Among its key measures, the Directive:
- Requires manufacturers of certain products covered by EU repairability requirements to offer repair services beyond the legal guarantee period where repair is technically possible.
- Introduces a standard European Repair Information Form, making it easier for consumers to compare repair services.
- Establishes a European online platform to help consumers find repair providers and sellers of refurbished goods.
- Creates incentives for consumers to choose repair during the legal guarantee period by extending the seller’s liability by an additional 12 months when a product is repaired rather than replaced.
While these measures primarily strengthen consumer rights, they also reinforce broader business trends. Organisations are increasingly expected to consider how products perform throughout their entire lifecycle – not simply at the point of purchase.
This lifecycle approach aligns closely with other European initiatives, including the Ecodesign for Sustainable Products Regulation (ESPR) and the Circular Economy Action Plan. Together, they signal a clear direction of travel: designing products that last longer, reducing waste and keeping valuable materials in circulation for as long as possible.
Why the Right to Repair matters for businesses
Although the EU Right to Repair Directive is primarily designed to strengthen consumer rights, its wider implications extend across the business landscape. It reflects a broader shift in how products are designed, purchased and managed throughout their lifecycle.
For many organisations, sustainability has traditionally focused on reducing carbon emissions or improving reporting. Those priorities remain important, but the conversation is expanding. Increasingly, businesses are expected to consider how products are sourced, how long they remain in use and what happens when they reach the end of their first life.
This is where the Right to Repair becomes relevant. Rather than viewing products as disposable assets, organisations are encouraged to maximise their value through maintenance, repair and refurbishment. Extending the lifespan of products can reduce waste, improve resource efficiency and, in many cases, lower the total cost of ownership.
For procurement teams, this means looking beyond the initial purchase price. For facilities and operations teams, it means treating maintenance as a strategic investment rather than an operational expense. Moreover, for sustainability professionals, it provides another practical way to embed circular economy principles into everyday business decisions. Ultimately, the Directive reinforces a growing expectation that businesses should think in terms of whole-life value rather than short-term replacement.
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Five ways the EU Right to Repair Directive could reshape business
The Right to Repair may be framed as consumer legislation, but its impact reaches much further. As businesses adapt to a more circular economy, the principles behind the Directive have the potential to influence decision-making across the organisation.
1. Procurement becomes more strategic
For decades, purchasing decisions have often prioritised the lowest upfront cost. While price remains important, many organisations are now recognising that the cheapest option is not always the most cost-effective over a product’s lifetime.
The EU Right to Repair Directive reinforces the importance of considering durability, repairability and ongoing maintenance alongside purchase price. Products that can be repaired or upgraded may remain in service for longer, reducing replacement costs and minimising disruption.
When evaluating suppliers, procurement teams may increasingly ask:
- Are spare parts readily available?
- Can components be repaired or replaced individually?
- What maintenance support is offered?
- What is the expected lifespan of the product?
These questions help organisations make purchasing decisions that support both financial performance and sustainability objectives.
2. Circular economy principles become practical
Many organisations include the circular economy within their sustainability strategy, but putting those principles into practice can be challenging.
The Right to Repair provides a practical example of circular thinking in action. Instead of replacing products at the first sign of failure, businesses are encouraged to keep valuable materials and products in use for as long as possible.
Repair, refurbishment and preventative maintenance all help reduce demand for new raw materials while limiting waste. They also encourage organisations to extract greater value from the products they already own.
This shift supports a move away from the traditional linear model of take, make and dispose towards a more regenerative approach that keeps resources circulating within the economy.
3. Asset management becomes a sustainability opportunity
Every organisation relies on physical assets, whether that’s laptops, office furniture, manufacturing machinery or specialist equipment.
Replacing these assets prematurely can increase costs while generating unnecessary waste and embodied carbon. Extending their useful life through effective maintenance and repair can deliver both environmental and financial benefits.
For facilities and operations teams, this creates an opportunity to work more closely with sustainability and procurement colleagues. Together, they can identify where preventative maintenance, refurbishment or component replacement may offer a better long-term outcome than purchasing new equipment.
In many cases, improving asset management isn’t simply about reducing costs. It also strengthens operational resilience by reducing downtime and making organisations less dependent on new products and materials.
4. Supplier relationships are evolving
The Right to Repair also highlights the growing importance of supplier collaboration. Businesses are increasingly looking for suppliers that can support products throughout their lifecycle rather than simply completing a sale. This may include access to spare parts, maintenance services, refurbishment programmes and clear information about repair options.
As sustainability expectations continue to evolve, organisations may begin incorporating repairability into supplier assessments alongside traditional criteria such as quality, cost and delivery. This shift encourages stronger partnerships built around long-term value rather than short-term transactions.
5. Sustainability becomes everyone’s responsibility
One of the most significant messages behind the EU Right to Repair Directive is that sustainability is no longer confined to a single department. Procurement teams influence purchasing decisions. Facilities managers oversee maintenance programmes. Finance teams assess lifecycle costs. Sustainability professionals provide strategic direction, while senior leaders set organisational priorities.
When these functions work together, organisations are better placed to extend product lifecycles, reduce waste and improve resource efficiency. The Right to Repair reinforces the idea that sustainable business practices are embedded across the organisation – not owned by one team alone. Repairability isn’t just an operational issue. It sits at the intersection of procurement, finance, operations and sustainability, making cross-functional collaboration essential for long-term success.
Real-world examples: How leading businesses are embracing repair and circularity
The principles behind the EU Right to Repair Directive are not entirely new. Many organisations have already recognised that designing products to last longer (and supporting customers to repair rather than replace them) can deliver commercial, environmental and reputational benefits. These examples demonstrate how repairability and circular economy principles are already influencing business strategy across a range of sectors.
Patagonia: Building customer loyalty through repair
Outdoor clothing company Patagonia has long challenged the traditional retail model by encouraging customers to repair their clothing instead of replacing it. Through its Worn Wear programme, customers can repair garments, trade in used items and purchase refurbished clothing.
This approach helps reduce textile waste while extending the lifespan of products that might otherwise be discarded. It also strengthens customer loyalty by reinforcing Patagonia’s commitment to quality, durability and responsible consumption. For Patagonia, repair is not simply an after-sales service; it’s part of the company’s business model and brand identity.
Fairphone: Designing products for longevity
In the electronics sector, Fairphone has taken a different approach by designing smartphones that are intentionally easy to repair. Components such as batteries, cameras and screens can be replaced individually, allowing users to extend the life of their devices without purchasing a new phone.
This design philosophy reduces electronic waste while making repairs more accessible and affordable. It also demonstrates how product design decisions made at the earliest stages of development can have significant environmental benefits throughout a product’s lifecycle. As repairability becomes a growing priority across Europe, businesses may increasingly look to similar design principles when developing or selecting products.
Philips: Extending the life of critical equipment
Healthcare technology company Philips has embedded circular economy principles across parts of its business by offering equipment refurbishment, maintenance services and lifecycle management programmes for healthcare providers.
Rather than replacing complex medical equipment prematurely, healthcare organisations can often extend its useful life through servicing, upgrades and refurbishment. This helps reduce resource consumption while supporting operational efficiency and cost management.
Although the healthcare sector has unique requirements, the underlying principle applies across industries: keeping valuable assets in use for longer often delivers environmental and commercial benefits.
Conclusion
The EU Right to Repair Directive is about much more than repairing broken products. It signals a broader shift in how businesses are expected to create value, manage resources and think about the products they buy and use.
For many organisations, sustainability has traditionally centred on carbon emissions, reporting obligations and regulatory compliance. While these remain important, the transition to a more circular economy requires a broader perspective – one that considers product durability, repairability and lifecycle value alongside environmental performance.
Businesses that embrace these principles are likely to be better prepared for the future. Extending the life of products through repair and maintenance can reduce waste, improve operational resilience and unlock long-term cost savings. At the same time, it supports wider sustainability goals by keeping valuable materials in circulation for longer and reducing demand for new resources.
The Right to Repair is therefore more than another piece of EU legislation. It reflects a growing recognition that sustainability and commercial success are closely connected. Organisations that adopt lifecycle thinking today will be better positioned to respond to changing customer expectations, evolving regulations and the opportunities presented by the circular economy.
Whether you’re reviewing procurement policies, strengthening supplier relationships or embedding circular economy principles into your sustainability strategy, the key message is the same: repairability is no longer just an operational consideration; it’s becoming an important part of sustainable business practice.
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Dedicated to harnessing the power of storytelling to raise awareness, demystify, and drive behavioural change, Bronagh works as the Communications & Content Manager at the Institute of Sustainability Studies. Alongside her work with ISS, Bronagh contributes articles to several news media publications on sustainability and mental health.
